BOOKS

Avoiding the OS Phase®
Simple Strategies for Predictive Project Management
Published by Warwick House November 2006
Click Here to View Table of Contents and Chapter Excerpts.

For phone or bulk orders please call 602-448-9929 or send an email request to bob@avoidingtheosphase.com

What is the OS Phase?

When the phrase OS Phase is introduced to any group of professionals, the first response is often confusion as to what the OS Phase means. The following OS Phase descriptions from the first chapter should make it clear.

The OS Phase can occur in any aspect of our lives. 

The OS Phase on a project is when you admit that you’ve overrun the authorized budget limit or zoomed past the target end date without warning anyone ahead of time. 

The OS Phase is the point in time when a perfect plan stops coming together. 

The OS Phase is synonymous with the experience companies encounter just before they file for bankruptcy protection. 

The OS Phase is the point in time when chaos reaches its peak and careers begin to change. 

Once the OS Phase is understood, it is difficult to get it out of your mind. Every day we see projects, we see companies, we see many events that hit a crisis phase.  That crisis phase is the OS Phase.

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TABLE OF CONTENTS

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Chapter 1
Airplanes and Project Management

It was just another hectic day at O’Hare Airport in Chicago. The weather outside was wonderful but the atmosphere inside the airport wasn’t so calm. Loudspeakers were busy blaring details of departing and arriving flights.

Today, though, I was feeling great, despite the unsettling chaos. My flight to Dallas was on schedule; there was a plane at the gate, and the pilots just headed down the ramp to start their preflight check. These are positive signs to a seasoned traveler. It was indeed a great day!

Even with such good fortune, it was obvious that other travelers were having difficulties. Constant announcements over the intercom seemed to get louder and brasher as each moment passed. I couldn’t help but notice two travelers sitting adjacent to me who were very upset about something.

My curiosity grew, and with good reason. As a frequent traveler, you learn to stay in tune with changing conditions and potential flight interruptions. I was concerned that something was wrong with our flight to Dallas and maybe they knew something I didn’t. If a traveler doesn’t act quickly on an unexpected change or delay, they might find themselves in for a long night.

With little hesitation I blurted out to the fellow travelers, “If you don’t mind me asking, is there a problem with our flight to Dallas?”

The question seemed to annoy both strangers as my abruptness caused an interruption to their serious discussion. Even with their obvious frustration, they were still polite enough to answer the question.

The man, a well-dressed professional in his late thirties, provided a simple but direct response. “No, we didn’t mean for you to get alarmed, we were just stewing over the earlier flight to Dallas that we missed.”

Relieved, I acknowledged their comment and continued with my novel.

Although I made every attempt to block out their continuing discussion, the loud conversation was difficult to ignore. Curiosity again took over my thoughts and reading the novel became trivial. If I didn’t join in on their discussion, curiosity would consume me.
My family usually tells me to relax and leave others alone, but they were not with me today and I decided to be just a little extroverted!

“What kind of problem did you have with the earlier flight?” I questioned.
Both seemed taken aback by my bluntness but responded that they had expected the earlier flight to Dallas to leave on schedule, but instead the flight had left over forty-five minutes late. This meant they could have taken that flight since there were plenty of seats available and they hadn’t checked any baggage.

In a way, this was a strange complaint. We know that the passengers scheduled on that flight weren’t happy that it was late, but sometimes one’s misfortune is another’s gain. If this couple had gotten on the delayed flight, they would be on the road to Dallas sooner.
Since the earlier scheduled flight is often late due to the increased traffic at the end of the day, they called the airline to check on its status. Unfortunately, the automated message announced that the flight was leaving on schedule and would not be late today. Based on this information from the airline, they decided to stop for a bite to eat, only to go to the gate and discover that the flight was late and had just left.

After listening to an all too familiar story, I exclaimed, “Yes, it’s a shame. All we want is for people to do what they say they are going to do! It is just as frustrating when someone that should know better brags that everything is on schedule, and then at the last minute, always a most inopportune time, the same person turns around and announces a major delay.

“I’ve often wondered how long they knew about the delay before they told us the news, recognizing that the bad news in itself isn’t the worst part. If the news arrives too late, we’ve possibly lost other options to consider alternative flights.”

Both of the strangers laughed, and one of them responded to my comment, “You’re right, all we want people to do is what they say they will do… simple concept, but hard to achieve.”

As these new travel companions and I continued to complain about the hassles of flying, the man, who I later learned was Troy, commented, “I guess the airline is no different from the project manager who told us today that the project we need to have completed this month is actually three to five months behind schedule. Alice and I traveled to Chicago to discuss the project’s closure and to review the planned turnover steps, only to find out that the project was in the ditch, a very big ditch!”

With only gentle nudging necessary, Alice, an executive in both appearance and demeanor, began to describe the project. A little over a year ago, their newly formed company, appropriately named Mountain Adventures, had embarked on a concept to market and sell complete backpacking trips, using a web site on the internet. It seemed simple enough, but yet innovative. They would sell guided backpacking trips that would include all travel arrangements to the trip’s origin. Adventurers would meet their guide at the appropriate location and pick up the necessary pre-ordered equipment. It was a one-stop shopping proposition. The customer would find their internet site, learn about their offering, and then schedule a trip to any number of locations in the country.

The web site would guide them through the process of obtaining airline tickets, hotels, and rental cars to the base camp. After arrival, they would receive all of the equipment, such as backpacks, tents, and food, as ordered through the web site.

The concept was a great idea, but the complexity quickly became apparent. The project entailed real time coordination with airlines, hotels, and rental car agencies. A supply distribution system would be required to get the camping equipment delivered to the right location for the right customer at the right time. If they requested a guide, that person would meet them there. There was no room for mistakes.

“Sounds like a pretty interesting venture,” I responded. “What is the problem with meeting the project’s schedule for starting to provide the mountain adventures?”

Troy hesitated only a second, “A lot of items never considered previously seem to have surfaced this week. The project manager apparently agreed at the beginning of the project to attempt an unrealistic schedule. The sad part is that this is quite common on projects, but no one considered it a significant concern on this particular project.
Everyone was so excited with the idea that few thought seriously about the reality of meeting the commitments.”

Alice joined in with the depressing news. “Now some large loan payments are due and we are still spending money, not making any!”

Smiling, I said, “Sounds like you hit the OS Phase on your project.”

Puzzled looks, turning quickly to scowls, appeared on both of their faces, so I began to clarify my comment.

It was good to see their looks of frustration turn to slight grins as I explained the new phase of the project they had experienced. “The OS Phase represents a time period occurring when a project, which seems to be on track, hits a brick wall.

“On most projects, we define the elements of the project in terms of phases. We have the conceptual or requirements phase, the design phase, the building or construction phase, the testing phase, and then the final turnover and systems integration phase. These phases represent a time sequencing of project activities. The OS Phase, however, can emerge at any time, although it happens most often towards the end of the project, always at the worst possible time. Ironically, sooner would be better, but often it’s very late, too late!”

As further explanation I said, “The actual timing of the OS Phase varies from project to project, but it most often occurs past the originally scheduled midpoint of the project and usually appears without warning. At least we want to believe there was no warning. It’s always so amazing to see everyone’s surprised reaction when they reach the OS Phase. The sad part is that it’s preventable. It doesn’t have to happen!”

“What you experienced today was probably avoidable, but that’s not what is on your mind now and the last thing you need is for me to ‘Monday morning quarterback’ your problem.”

Troy grinned, “When you think about it, I bet no one wants to admit they saw this thing you call the OS Phase coming on the horizon. It would be career limiting to say they knew it would happen and then did nothing to prevent the disaster.”

I smiled while acknowledging Troy’s comment. It appeared that he and Alice understood this new name for their recent experience. It was clear, though, that they couldn’t joke about it yet!

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Chapter 2
Experiencing the OS Phase – Not a Resume Builder

Wow! Imagine the frustration felt by Troy and Alice after traveling all the way from Dallas, only to find out that the project they came to wrap up was in fact far from complete. The sad reality is how this same scenario plays itself out with projects in countries around the globe everyday!

Using care not to frustrate them anymore than they already were, I spoke in an upbeat and encouraging tone. “Troy and Alice, your problem is not unique. The current situation with your project is a common example of the OS Phase. Unwarranted optimism by your project manager and an eagerness by you and other senior management to overlook the real project status created an environment that was far from reality.

“The fact that the project’s problems were disguised for so long should in itself be troubling,” I said carefully, without wanting to scold them for their previous misguided reviews of the project. “When the OS Phase starts to approach, the project manager has the choice to respond in different ways. The most damaging reaction is denial and cover-up. Denial may not be intentionally deceitful at the time, but the results will be the same, maybe worse.”

Adding more details to the discussion of the downside effects of the OS Phase, I went on to explain, “If a deliberate cover-up or diversionary tactic is attempted, most chances for project success will be lost. The corresponding activities will do nothing to support the project and will ultimately consume so much of the project manager’s time they won’t have a chance to resolve the real problems with the project itself.”

Alice broke her silence and spoke forcibly about how she was starting to feel. “Time spent hiding or managing the news is wasted, absolutely and categorically wasted! It turns out that we have all wasted a lot of time on this project and it’s hard to put into words how frustrated I am now. In fact, the more I think about it, it’s a good thing Bruce, the project manager, is not sitting with us at the airport.”

Responding to her comments, I tried to calm Alice’s current anger and frustration. “Alice, how you’re feeling now is normal. You are frustrated at being misled, and now your mind is in a fog trying to figure out how you and your associates are going to survive all of the expected criticism.”

I explained again to both of them that the OS Phase represents the moment in a project’s existence when you realize that the project is not really in good shape after all. At this moment, the project is in serious trouble and no simple solutions will drop out of the sky anytime soon. Resumes often come to mind when entering this OS Phase of a project.
Troy quickly saw the correlation of the OS Phase to their project. After reflecting he said, “Even though I’m thinking about this OS Phase thing for the first time, it seems that I’ve observed it a hundred times in my career.

“Remembering what I’ve seen in the past, I think when symptoms of the OS Phase start to surface, the project manager and others lose focus and begin spending most of their time dealing with damage control and ignoring the actual project.”

Continuing, Troy became more dramatic, “At this moment, no one is looking at our project as a whole. The project is spiraling out of control. The ultimate magnitude of what you call the OS Phase is increasing. Life is not good. It’s resume time!”

Alice smiled for the first time. “Now that you’ve motivated me, Troy, I think I’ll catch a plane to the North Pole instead of Dallas.”

“And miss out on all the fun getting the project back on track?” I interjected, while watching both Troy and Alice’s interest in turning the corner on the project’s problems. “The resumes might come in handy later on, but today you need to get motivated to get your project finished.”

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